1、国际职位评定系统国际职位评定系统International Position Evaluation日化行业国际职位评估系统分析报告第1页不清楚职位等级不清楚职位等级Unclear Ranking of PositionsLL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-1L-2L-2日化行业国际职位评估系统分析报告第2页清楚职位等级清楚职位等级Clear Ranking of PositionsL-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2日化行业国际职位评估系统分析报告第3页Organization组织 Function/unit
2、部门Position职位+Size 规模Impact 影响Supervision 监督管理Area of responsibility职责范围Interaction 沟通技巧Qualification 任职资格Problem solving 处理问题Environment 环境职位评定系统原因职位评定系统原因Position Evaluation Factors日化行业国际职位评估系统分析报告第4页职位评定系统分数职位评定系统分数 The IPE Points12345675105101010154681051901809030130 SIZE OF RESPONSIBILITY 职责规模SC
3、OPE OF RESPONSIBILITY 职责范围对企业影响Impact on organization监督管理Supervision责任范围Area of responsibility 沟通技考Interaction 任职资格 Qualification 处理问题难度Problem solving环境条件Environmental conditionsJOB COMPLEXITY 工作复杂程度工作复杂程度人数Number类别Kind影响Impact规模Size营业知识面 Business understanding广度Diversity独立性Independence内外用处Organiza
4、tion frame技考Ability频率Frequency学历Education经验Experience创造性Innovative复杂性Operational 风险Risk环境Environment日化行业国际职位评估系统分析报告第5页职位评定系统七个原因比重职位评定系统七个原因比重 The Weighting of IPE Factors处理问题难度任职资格沟通技巧环镜条件对企业影响监督管理责任范围总分数总分数Total Points:65-1193日化行业国际职位评估系统分析报告第6页原因一：对企业影响原因一：对企业影响 Impact on Organization oheavily w
5、eighted in the Position Evaluation 在职位评定中占很大比重othe more positions there are on the same organization level,the less impact the positions have 在机构同一层次,职位越多,职位影响则越小omeasure the influence the position has on organizations result both in the short-and long-term 量度一个职位对企业短期及长久影响oevaluating the impact fro
6、m the top of the organization downwards 由上而下进行评定日化行业国际职位评估系统分析报告第7页机构规模机构规模 Size of Organization oThe impact of a position vary much depends on the size of the organization 职位对企业影响随著机构规模不一样,而有显著不一样oWhat do we consider as an organization?怎样定义组织机构?ua line function(e.g.sales,production)+two support fun
7、ctions (e.g.finance,human resources)一个前线功效组别(比如:销售,生产)+两个支援功效组别(比如:财政,人力资源)oThe size of organization tables are in local currency and are updated each year,taking into account local inflation and exchange rate fluctuations(in relation to US$)考虑地方通胀率和汇率浮动(兑美金)原因,机构规模查表以地方货币为单位,而且每年更新一次日化行业国际职位评估系统分析报
8、告第8页 机构性质机构性质 Nature of the organization Semi Finished 半完成Raw Materials原料Finished 完成Wholesale 批发Final Customer 用户Value-added Chain 增值链Table ATable CTable BIdeas 构思Concepts 概念Solutions 方案Systems 系统Application 应用Packages 包装Delivery to Network 经过销售网络Final User 最终用户日化行业国际职位评估系统分析报告第9页日化行业国际职位评估系统分析报告第10
9、页日化行业国际职位评估系统分析报告第11页对企业影响对企业影响 Impact on Organization Organization Size机构规模Head of Organization 机构领导(A-level positions A级职位)Staff Function 功效组别(B-level positions B级职位)Function/功效组别Business Unit 业务组别(B-level positions B级职位)Job Area 工作范围(C-level positions C级职位)(D-level positions and below D级或以下职位)日化行
10、业国际职位评估系统分析报告第12页对企业影响对企业影响 Impact on Organization 机构Organization职位Position121110 967893456B Level PositionsB级职位C Level PositionsC级职位D Level Positions D级职位功效/业务组别Function/Business Unit有限 Limited一些 Some相当Significant主要Major有限 Limited一些 Some相当Significant主要Major有限 Limited一些 Some相当Significant主要Major级别 De
11、gree日化行业国际职位评估系统分析报告第13页日化行业国际职位评估系统分析报告第14页原因二：监督管理原因二：监督管理 SupervisionSupervision 监督Supervision 监督CommunicationCommunication沟通 CommunicationCommunication沟通 Supervision=Recruit/Train/Develop/Control/Guide/Advise+Functional reporting 监督=招聘/培训/开发/控制/指导/辅导.+功效汇报Communication=Inform/Exchange ideas/Coop
12、erate/Work in groups.沟通=通知/交换意见/合作/团体工作.Headcount 人数:44Direct subordinates 直接下属:9Indirect subordinates 间接下属:34Total subordinates 总下属人数:43Headcount of subordinates:43下属人数:43日化行业国际职位评估系统分析报告第15页下属人数下属人数(直接和间接直接和间接)Number of Subordinates(direct and indirect)ogives an indication of the management qualif
13、ications required 明确管理者所具备资格oconsider the total number of employees for which the postion is responsible,both directly reporting and those reporting through subordinates 包含全部监督职员,直接汇报和经过下属间接汇报人也计算在内owhen subordinates clearly have two reporting lines,then the number of such subordinates should be div
14、ided by two 当下属清楚地向两方上级汇报,将这类下属人数除二日化行业国际职位评估系统分析报告第16页correct degree level 下属类别下属类别 Kind of Subordinates S:Subordinates with specialized activities:analyses,techniques.下属担任专门活动:分析,技术H:Subordinates with homogeneous activities:current and basic 下属担任相同活动:现今,基本42S123SSSHHHHHHHHSSHH日化行业国际职位评估系统分析报告第17页日
15、化行业国际职位评估系统分析报告第18页原因三：责任范围原因三：责任范围 Area of ResponsiblityoThe diversity and ranges of activities required for the position.职位所要求活动范围和多样性职位所要求活动范围和多样性 oThe degree of independence required to make decisions and influence own and subordinates work.对职位本身和下属工作作出决定和影响独立程度对职位本身和下属工作作出决定和影响独立程度oThe degree o
16、f knowledge required regarding the company/the market.企业、市场所要求知识程度。企业、市场所要求知识程度。日化行业国际职位评估系统分析报告第19页广度广度 Diversity!Contact=Activity=Responsibility/接触 活动责任Diverse activities within a function/unit 在同一功效组别内,担任不一样工作Several similar activities within a function/unit 在同一功效组别内,担任几个相同工作Same activities withi
17、n a function/unit 在同一功效组别内,担任重复性工作Similar activities within a function/unit 在同一功效组别内,担任相同工作Diverse activities within different functions/units 在不一样功效组别内,担任不一样工作Leads an organization 领导机构Leads a function/unit 领导一个功效组别Leads several function/unit 领导几个功效组别87654231 Organization 机构 功效组别 Function 责任范围 Area
18、 of Responsibility Position 职位 Position 职位 Position 职位 Position 职位 功效组别 Function 业务组别 Business Unit级别Degree日化行业国际职位评估系统分析报告第20页独立性独立性 IndependencePosition holder plans how to attain the goal set and is responsible for independent implementation of results 主管制订目标后,任职人独立实施和负责实施结果Superior decides what-
19、and when to do,and checks at certain stages 主管制订作什么和何时作并在主要步骤进行监督 What-,why-,when-,where-and how to do the job are clearly defined and supervised 工作过程分明-作什么,为何作,何时作,那里作,怎样作都很清楚说明并受监督Superior decides what-,when-and how to do,and control from time to time 主管制订作什么,何时作和怎样作并在每一步骤进行监督Position holder decid
20、es what-,why-,when-,where-and how to do within the function 在功效组别内,任职人制订作什么,为何作,何时作,那里作和怎样作Position holder decides what-,why-,when-,where-and how to do for the organization 任职人为机构制订作什么,为何作,何时作,那里作和怎样作Position holder sets overall targets and policies for the corporation in consultation with the Corpo
21、rate Board 谘询集团董事会后,任职人为集团制订全方面目标和政策 7654231级别 Degree日化行业国际职位评估系统分析报告第21页 独立性独立性 Independence Corporate Board of Directors control 集团董事会控制X7645321outside the organizationoutside the organization 企业外 Corporate CEO control 集团总裁控制Strategic achievement control 战略目标成就控制XXXXXXXXXXXXXXXXXXwithin the organi
22、zationwithin the organization 企业内Control after delivery 以效果控制Control through checkpoints 检验控制Step by step control 一步一步控制Permanent control 时时刻刻受控制级别 Degree日化行业国际职位评估系统分析报告第22页营业知识面营业知识面 Business UnderstandingMarket 市场Organization 机构1234345/correct degree levelBusiness understanding=Professional under
23、standing营业知识面专业知识面!日化行业国际职位评估系统分析报告第23页日化行业国际职位评估系统分析报告第24页原因四：沟通技巧原因四：沟通技巧 Interaction沟通CommunicationAbility 技巧技巧Frame 范围范围Frequency 频率频率谈判Negotiation决议Decision 31 2天天Daily偶然Occasional时常Frequent321321321121212121212121212天天Daily偶然Occasional时常Frequent天天Daily偶然Occasional时常FrequentInternal 内部External
24、外部Internal 内部External 外部Internal 内部External 外部Internal 内部External 外部Internal 内部External 外部Internal 内部External 外部Internal 内部External 外部Internal 内部External 外部Internal 内部External 外部日化行业国际职位评估系统分析报告第25页Interaction Ability 沟通技巧沟通技巧1NormalBasic courtesy&exchange of information普通普通普通性礼节和交换信息交流普通性礼节和交换信息交流2
25、ImportantMore demanding nature吃力交流吃力交流主要主要Cooperation&influencing people要求与人合作要求与人合作,对人施加影响对人施加影响Negotiations,interviews,sales and purchasing decisions谈判谈判,面试面试,销售销售,说服等说服等3MaximumNegotiations and decisions of high极大极大importance for the WHOLE organization对整个企业有重大影响谈判和决议对整个企业有重大影响谈判和决议日化行业国际职位评估系统分析报
26、告第26页Which degree of Contact Frequency?沟通频率沟通频率Daily天天A few times a week时常A few times a month偶然日化行业国际职位评估系统分析报告第27页日化行业国际职位评估系统分析报告第28页 因因 素素 五：任职资格五：任职资格 QualificationoEducation 学历uthe minimum education normally required by the organization 机构要求最低学历u“Mandatory”normally is defined as at least 9-10 y
27、ears of education 接收最少九至十年义务教育oExperience 经验urelevant practical experience 相关实际经验ushould not be evaluated in terms of number of years,but in terms of the extent of knowledge and skills acquired for the position 不按工作年数评定,而依据按职位所需知识和技巧程度Should not consider position holders own education and experience
28、 since that is not always that same as what is required for job.不应考虑任职者个人学历和经验,因为这些通常不等于工作所需!日化行业国际职位评估系统分析报告第29页日化行业国际职位评估系统分析报告第30页 因因 素素 六：六：解解 决决 问问 题题Problem SolvingoAnalytical and creative abilities required for problem solving and developments 解解 决决 问问 题题 所所 需需 分分 析析 力力 和和 创创 造造 性性oComplexity
29、 of operational and administrative problems 处处 理理 问问 题题 复复 杂杂 性性日化行业国际职位评估系统分析报告第31页处理问题创造性处理问题创造性Innovative Problem Solving1No improvement necessary 不需要改良32Update-tools,techniques,methods related to a position 在工作范围内,更新工具,技巧和方法Improve-tools,techniques,methods related to a function 在功效组别内,改良工具,技巧和方法
30、 76Unique development-new in the market市场上新创造Invention-more scientific,technical科学和技术上新创造45Create-new techniques,methods with internal support 源至内部帮助,创造新技巧和方法Create-new techniques,methods with external support 源至外来帮助,创造新技巧和方法级别 DegreeDegree日化行业国际职位评估系统分析报告第32页处理问题复杂性处理问题复杂性Operational/Administrative
31、 Problem Solving7645321Routine-follow instructions 按常规工作-跟随指示Choice-two options 二选一Alternative options-requiring analysis 有选择-需要分析Forecast-investigation of impact on outcome such as revenue,cost,reactions etc.预测-研究对结果影响,比如,收入,成本及反馈Forecast with uncertain future variables-investigation of complicated
32、 variables and impact on outcome such as accuracy,predictions on revenue,cost,position,reactions etc.预测未来不确定原因-研究复杂原因和对结果影响,比如,准确性,预测收入,成本,职位及反馈 Across entire organization 横跨整个机构Across several organizations 横跨几个机构The operational/administrative problem grow with the scope and size of the position whe
33、reas this is not the case with innovative problems.复杂性问题随著职位范围和规模增加,但创造性问题却不一样!日化行业国际职位评估系统分析报告第33页日化行业国际职位评估系统分析报告第34页 因因 素素 七：环境条件七：环境条件 Environmental Conditions oEnvironment 环境unormal 正常-no/limited adaptation 不需/有限适应udifficult 非正常-governed by technical tools and/or mental process and/or requires
34、physical effort 技术设备原因及/或精神程序及/或需要体力劳动oRiskunormal 正常-only unpredicted events may interrupt the normal course of action 基于一些不能预测事件妨碍正常运作 udifficult 非正常-constantly faces political uncertainty or industrial risk 经常面对政局不稳或工业风险日化行业国际职位评估系统分析报告第35页日化行业国际职位评估系统分析报告第36页分数转换表分数转换表日化行业国际职位评估系统分析报告第37页IPE IPE
35、 系统应用系统应用Applications of IPE SystemoA clear ranking of positions 明确分出职位级别明确分出职位级别oA reliable base for an equitable salary structure 作为一个公平工资结构可靠依据作为一个公平工资结构可靠依据oA global overview of relations between positions 宏观了解职位相互关系宏观了解职位相互关系oA starting point for position/person profiles 职位、任职者形象描述出发点职位、任职者形象描述
36、出发点oA database for career planning and succession 职业发展和继承数据库职业发展和继承数据库oAn objective reference to solve titling issues 处理职称问题客观参考处理职称问题客观参考oA means of market comparison 市场比较伎俩市场比较伎俩日化行业国际职位评估系统分析报告第38页清楚职位等级清楚职位等级Clear Ranking of PositionsL-1LL-1L-2L-2L-3L-3L-1L-2L-2L-1L-2L-2L-2L-2日化行业国际职位评估系统分析报告第39
37、页IPE IPE 系统应用系统应用Applications of IPE SystemoA clear ranking of positions 明确分出职位级别明确分出职位级别oA reliable base for an equitable salary structure 作为一个公平工资结构可靠依据作为一个公平工资结构可靠依据oA global overview of relations between positions 宏观了解职位相互关系宏观了解职位相互关系oA starting point for position/person profiles 职位、任职者形象描述出发点职位
38、、任职者形象描述出发点oA database for career planning and succession 职业发展和继承数据库职业发展和继承数据库oAn objective reference to solve titling issues 处理职称问题客观参考处理职称问题客观参考oA means of market comparison 市场比较伎俩市场比较伎俩日化行业国际职位评估系统分析报告第40页Salary Structure-Company ZSalary Structure-Company ZZ Z 企业工资结构企业工资结构 There is no Salary Stru
39、cture 工资无结构工资无结构 Salaries are decided case by case 工资随机性工资随机性 Obvious internal inequity 内部无公平内部无公平日化行业国际职位评估系统分析报告第41页IPE IPE 系统应用系统应用Applications of IPE SystemoClear ranking of positions 明确分出职位级别明确分出职位级别oA reliable base for an equitable salary structure 作为一个公平工资结构可靠依据作为一个公平工资结构可靠依据oA global overvie
40、w of relations between positions 宏观了解职位相互关系宏观了解职位相互关系oA starting point for position/person profiles 职位、任职者形象描述出发点职位、任职者形象描述出发点oA database for career planning and succession 职业发展和继承数据库职业发展和继承数据库oAn objective reference to solve titling issues 处理职称问题客观参考处理职称问题客观参考oA means of market comparison 市场比较伎俩市场比
41、较伎俩日化行业国际职位评估系统分析报告第42页Position Evaluation 职位评定职位评定日化行业国际职位评估系统分析报告第43页IPE IPE 系统应用系统应用Applications of IPE SystemoA clear ranking of positions 明确分出职位级别明确分出职位级别oA reliable base for an equitable salary structure 作为一个公平工资结构可靠依据作为一个公平工资结构可靠依据oA global overview of relations between positions 宏观了解职位相互关系宏观
42、了解职位相互关系oA starting point for position/person profiles 职位、任职者形象描述出发点职位、任职者形象描述出发点oA database for career planning and succession 职业发展和继承数据库职业发展和继承数据库oAn objective reference to solve titling issues 处理职称问题客观参考处理职称问题客观参考oA means of market comparison 市场比较伎俩市场比较伎俩日化行业国际职位评估系统分析报告第44页The Position and The I
43、ncumbent职位和任职者比较职位和任职者比较CRG 等级日化行业国际职位评估系统分析报告第45页IPE IPE 系统应用系统应用Applications of IPE SystemoA clear ranking of positions 明确分出职位级别明确分出职位级别oA reliable base for an equitable salary structure 作为一个公平工资结构可靠依据作为一个公平工资结构可靠依据oA global overview of relations between positions 宏观了解职位相互关系宏观了解职位相互关系oA starting p
44、oint for position/person profiles 职位、任职者形象描述出发点职位、任职者形象描述出发点oA database for career planning and succession 职业发展和继承数据库职业发展和继承数据库oAn objective reference to solve titling issues 处理职称问题客观参考处理职称问题客观参考oA means of market comparison 市场比较伎俩市场比较伎俩日化行业国际职位评估系统分析报告第46页Promotion and Consequences提升和结果提升和结果VIVIIII
45、II290220170130100企业等级Internal Grading标准工资Reference Salary应得酬劳 Recognition挑战Challenge风险Risk乌托邦Utopia提升标准依照企业等级而定Promotion steps follow the internal grading标准工资随企业等级改变而改变Reference Salaries(Pay for Position)are in line with internal grading提升是由技能决定，而非仅由绩效而定Promotion is built on competencies,not on perf
46、ormance only日化行业国际职位评估系统分析报告第47页IPE IPE 系统应用系统应用Applications of IPE SystemoA clear ranking of positions 明确分出职位级别明确分出职位级别oA reliable base for an equitable salary structure 作为一个公平工资结构可靠依据作为一个公平工资结构可靠依据oA global overview of relations between positions 宏观了解职位相互关系宏观了解职位相互关系oA starting point for position/
47、person profiles 职位、任职者形象描述出发点职位、任职者形象描述出发点oA database for career planning and succession 职业发展和继承数据库职业发展和继承数据库oAn objective reference to solve titling issues 处理职称问题客观参考处理职称问题客观参考oA means of market comparison 市场比较伎俩市场比较伎俩日化行业国际职位评估系统分析报告第48页Position Evaluation 职位评定职位评定日化行业国际职位评估系统分析报告第49页IPE IPE 系统应用系
48、统应用Applications of IPE SystemoA clear ranking of positions 明确分出职位级别明确分出职位级别oA reliable base for an equitable salary structure 作为一个公平工资结构可靠依据作为一个公平工资结构可靠依据oA global overview of relations between positions 宏观了解职位相互关系宏观了解职位相互关系oA starting point for position/person profiles 职位、任职者形象描述出发点职位、任职者形象描述出发点oA
49、database for career planning and succession 职业发展和继承数据库职业发展和继承数据库oAn objective reference to solve titling issues 处理职称问题客观参考处理职称问题客观参考oA means of market comparison 市场比较伎俩市场比较伎俩日化行业国际职位评估系统分析报告第50页Your Position vs.Market日化行业国际职位评估系统分析报告第51页评定标准评定标准 Evaluation Rules1.Evaluate Top Down职位评定由上至下2.No one ma
50、y evaluate own position不可评定个人职位3.Check internal equity检验内部平衡oRank all positions evaluated according to size按照被评定职位级别排列oCompare across all divisions or departments跨部门对比职位oCalibrate to ensure equity across the board校正异常职位以确保内部平衡日化行业国际职位评估系统分析报告第52页评定步骤评定步骤Evaluation Process1.Select benchmark positions
